In the Driver's Seat: Program, Planning, and Control (PP&C)
Effective program, planning and control (PP&C) puts management in the driver's seat to successfully manage NASA's missions. Having the right type and level of programmatic information is essential to sound decision making. In an environment of constrained budgets, it is imperative to have accurate data and a skilled workforce without adding undue process and reporting requirements. Across the Agency, there has been a concerted effort to rebuild and improve NASA's PP&C capability. This PM Challenge session will share innovative PP&C techniques from both an institutional and a program perspective. A panel Q&A session will follow a brief overview of inventive practices that have been put in place at GSFC and within the Multi-Purpose Crew Vehicle Program.
Sandra Smalley Lucy Kranz Stephen Shinn
Ask Questions, Find Help
3
In the Driver’s Seat: Program Planning and Control
Steve Shinn
Deputy Director of the Flight Projects Directorate
for Planning & Business Management
July 10, 2013
4
IN THE DRIVER’S SEAT: PROGRAM PLANNING AND CONTROL
BUSINESS CHANGE INITIATIVE IMPROVING GODDARD SPACE FLIGHT CENTER’S
PP&C ENVIRONMENT
In late 2011, Goddard Space Flight Center’s (GSFC) Flight Projects Directorate (FPD) created the Business
Change Initiative (BCI) to examine the use of best practices, evaluate information sharing mechanisms, and
identify suggested changes across the Directorate to improve cost, schedule, and technical performance.
Multiple teams are working to increase best practice sharing and deploying across programs/projects
in PP&C methods, tools, processes, and knowledge to support improved performance and management
decision making.
Project Execution
Project Proposal
Requirements Development and
Management
Acquisition Management
Project Planning
Cost Estimating
Risk Management
Earned Value Management
Budget and Full Cost Management
Capital Management
Systems Engineering
Contract Management
Stakeholder Management
Technology Transfer and
Commercialization
Tracking/Trending of Project Performance
Project Control
Project Review and Evaluation
Resource Management
Project Implementation
Project Closeout
Program Control and Evaluation
PP&C Discipline Areas
5
GSFC FPD PP&C RESPONSIBILITIES
IN THE DRIVER’S SEAT: PROGRAM PLANNING AND CONTROL
6
GSFC PP&C ENVIRONMENT
IN THE DRIVER’S SEAT: PROGRAM PLANNING AND CONTROL
Our vision is increased collaboration with programs/projects consistently applying best practices and actions to foster cost-effective
and on-time delivery for all missions
A disparate community with pockets of
PP&C expertise, which is not well
known, and where programs/projects
often create their own unique solutions
to solve problems
An integrated community to educate,
openly share, and instill best practices
across the organization
and within programs/projects
Current State
Future State
7
BCI – RESPONSE TO CHALLENGES
IN THE DRIVER’S SEAT: PROGRAM PLANNING AND CONTROL
Comprehensive
evaluation of best
practices and
management,
communication and
information sharing
mechanisms intended
to improve cost,
schedule and overall
performance across
programs and
projects
Environmental Challenges
Improved
knowledge base
and sharing
Increased use of
best practices
Reduced
duplicative
workflows
Improved decision
making
More commonality
in approaches
and tools
Optimized
resources
Improved project
performance
Our Response – BCI Outcomes
Increasing external reviews
and data requests
Increasing budget constraints;
perceptions of NASA and
Center challenges
Possible retirement wave
impacting knowledge capture
and practices; need to ensure
optimally-trained staff and
sharing of best PP&C
practices
Rising costs, schedule
delays, and disparate
processes
8
BCI – FRAMEWORK
IN THE DRIVER’S SEAT: PROGRAM PLANNING AND CONTROL
Initial five Action Teams focus on tangible actions to improve our effectiveness in sharing knowledge and best practices
Progressing through five phases that guide changes from vision and definition through deployment
Researching, surveying, and recommending best practices for streamlined project activities
Creating guidance, templates, standards, tools, and training for FPD and the Center
Implementing changes in core disciplines and adjusting as needed based on feedback and pilot implementations
Action Teams support the development and assessment of different disciplines,
program/projects, and activities in order to integrate efforts, institutionalize best practices, and
enhance PP&C
As the BCI progresses and additional opportunities for improvement are identified, additional focus teams may be formed. Currently, the BCI is initiating three new teams for Web Architecture, Configuration Management, and Project Management Tools
9
IN THE DRIVER’S SEAT: PROGRAM PLANNING AND CONTROL
COLLABORATIVE PARTNERSHIPS – ESSENTIAL TO SUCCESS
Collaborated with GSFC Office of the Chief Financial Officer to create business training guidance and curriculum(s); coordinated on
Center-wide Earned Value Management (EVM) needs and approach
Collectively worked with GSFC Engineering and Human Capital Directorates to expand information repository
for early-career professionals
Partnered with NASA Headquarters (HQ) Office of the Chief Engineer (OCE) on Agency-wide EVM guidance; solicited
input to improve Center’s management reporting process and to expand various
training curriculums and extend availability to the programs/projects
Note: These are examples of partnerships and not an exhaustive list
Worked with the Applied Physics Laboratory (APL)
and Jet Propulsion Laboratory (JPL) to
collect lessons learned and identify Schedule
BPIs, EVM requirements, and practical aspects of
the Joint Confidence Level (JCL) Process across
organizations
Collaborated with NASA HQ Cost Analysis
Division (CAD) and other NASA Centers for JCL and cost estimating
training
10
IN THE DRIVER’S SEAT: PROGRAM PLANNING AND CONTROL
PP&C CHANGE INITIATIVES FRAMEWORK
Agency Policy, Procedural Requirements NPR 7120.5, NASA Program and Project Management
Processes and Requirements
GSFC/FPD Schedule Management
Requirements Procedural Guidelines
(PG)
GSFC EVM PG
Principles and Best Practices Project Artifacts, Methods, Techniques
Handbooks (GAO, DCMA, NDIA, NASA)
ESTABLISHED BCI IN DEVELOPMENT
Schedule Best Practice Instructions
(BPI)
GSFC Joint Confidence Level Handbook
GSFC EVM Enterprise License Upgrade
Scheduling Knowledge Network
(SharePoint Portal)
Goddard Schedule Analysis Tool (GSAT)
All BCI implementations follow a similar approach to identify guidance gaps and leverage existing policies and practices
Center Policy, Procedural Requirements GPR 7120.7, Schedule Margins and Budget Reserves
Tools and Resources Commercial of the Shelf (COTS)
Agency, Center Enterprise Licenses
NASA Agency EVM Handbook
(providing feedback and support)
Blue italics are still in the Define/Develop Stage(s)
11
BCI – SCALABILITY FOR PROJECT ASSISTANCE & COMPLIANCE,
INCREMENTAL APPROACH TO ENSURE LASTING CHANGE
IN THE DRIVER’S SEAT: PROGRAM PLANNING AND CONTROL
Survey and assess complete FPD program/project portfolio to understand similarities and differences
Program/Project Lifecycle
Identify valid needs for each grouping of “like” programs/ projects to balance conditions for feasibility and adoption
Applicability
Provide tools, templates, guidance, and resources to facilitate fulfillment of requirements for all applicable groups
Compliance
Prior to deployment, each change is developed with consideration of the effect on and significance to the GSFC project portfolio.
In many cases, various projects will be piloted to measure ability to adopt new
practices, and tools and resources are developed from the feedback received to assist in acceptance
12
IN THE DRIVER’S SEAT: PROGRAM PLANNING AND CONTROL
BCI: MONTHLY STATUS REVIEW (MSR) REPORTING
Objective: Improve insight into projects performance, communication of status, and early warning of
potential issues for enhanced decision making
[Executive] Established consistency; standardized Summary Quad and Project Fever
Summary charts
[Cost and Schedule] Furthered visibility; created Business Assessment Dashboard and Schedule
Assessment (fever-style)
[Issues, Risks, and Alerts] Improved traceability; directed use of inputs from the Center Top 10 Issues
and Risks database
[Other & Backup] Increased awareness; mandated inclusion of accomplishments and upcoming
education/outreach
New MSR Guidance – Modifications were made to streamline the reporting process from project reviews to the Directorate to the Center to the Agency. The result was improved clarity and traceability to program/project status
13
IN THE DRIVER’S SEAT: PROGRAM PLANNING AND CONTROL
BCI: SCHEDULE MANAGEMENT GUIDANCE, TOOLS, AND RESOURCES
The PG establishes GSFC
requirements for Schedule
Management Plans, Integrated
Master Schedules (IMS),
Baseline Schedule Management,
and Schedule Performance
Analysis and Reporting
Thirty-one BPIs were
developed based on GSFC
successes, as well as
practices identified from
other Centers, industry and
other agencies
The network is a
SharePoint portal that
houses the 31 BPIs and
PG, as well as links to
helpful aids, tools,
templates, and resources
*New
14
IN THE DRIVER’S SEAT: PROGRAM PLANNING AND CONTROL
EXAMPLE SCHEDULE: BPI—CONDUCT A SCHEDULE PEER REVIEW
FPD – MP Appendix i-34
Objective: To expand knowledge sharing across
projects and increase consistency in use of practices in
developing quality IMS
Aids in evaluating project’s IMS and associated
schedule management processes
Leverages the cadre of experts around Center for
support/skills
Supports interaction and exchange of tips and lessons
Serves as a quality assurance review
Employed to maintain standards of quality, improve
performance, and provide credibility in terms of the IMS
*New
15
IN THE DRIVER’S SEAT: PROGRAM PLANNING AND CONTROL
BCI: EVM FOCUS
Objective: Increase EVM use and consistency for better tracking through
improvements in various elements (tools, process, policy, training, and reporting)
Earned Value
Management
System
COMPLIANCE Integrated Baseline Reviews/
Surveillance Reviews
Key Decision Point reviews
Contractor reviews
REPORTING Improve published reporting
requirements
Update MSR
Create reporting users guide
TOOLS Tool training development and
implementation
Generate and install hardware
and software requirements
POLICY
Provide Center response
to NASA HQ requirements
Prepare internal guidance for
projects to navigate policy and
approach
TRAINING Identify available training
Identify training needs of
workforce
Tailor EVM training to projects life
cycle and workforce
16
IN THE DRIVER’S SEAT: PROGRAM PLANNING AND CONTROL
EVM EXAMPLE: TRAINING LANDSCAPE EVALUATED AND EXPANDED
EVM Skill Inventory EVM Skill Analysis: Requirement by Major Milestone
Other Artifacts Include:
Course listings by project milestones
Training concept document designs
Curriculum design framework
Skill requirement identification and
assessment questions
Objective: Design EVM training that supports the skills needed by project teams and identify the
tool-based and analytical EVM learning that project teams and stakeholders require
17
BCI
Schedule
IN THE DRIVER’S SEAT: PROGRAM PLANNING AND CONTROL
BCI: KNOWLEDGE MANAGEMENT AND SKILL DEVELOPMENT
B usiness Focuses on all PP&C and business functions that affect projects
R apid Pursues 5-10 actions per year based on priority needs and quick results
I nformation Focuses on improvements to information access or communications
S kills Supports career development efforts (e.g., training, career pathways)
K nowledge Improves repositories and facilitates using true Knowledge Management techniques
Objective: Develop and enhance career development and informational tools to
better align skills & resources and increase PP&C knowledge sharing
BRISK is collaborating with many business training and
learning organizations to improve and leverage efforts to
provide optimal learning for the BCI
Other NASA
Center
OCE PP&C
BCI EVM
BCI Cost
Estimating
Center CFO/
OHCM
Engineering
Directorate
Product Dev.
Lead
CFO Univ.
18
IN THE DRIVER’S SEAT: PROGRAM PLANNING AND CONTROL
BCI PHASE I ACCOMPLISHMENTS SCHEDULING Developed and deployed a Schedule Management PG Identified and created 30+ planning and scheduling BPIs Built a Planning and Scheduling Knowledge Network (SharePoint) Coordinated collection for development of a project portfolio IMS MANAGEMENT REPORTING Revised the Directorate-level and Center-level MSR guidance Streamlined the collection and reporting of the Center’s Top 10 Issues report for programs and
projects EVM Assessed and defined the As-Is Goddard EVM System Architecture Designed an EVM Training Curriculum Concept Document Coordinated and distributed EVM templates for project performance reporting Streamlined the acquisition process for GSFC-wide EVM software COST ESTIMATING Employed a reliable framework for conducting JCL model assessments at Goddard, operating
consistently over the past 12 months Wrote and released a JCL Handbook for Goddard
BRISK Re-constituted a Combined Resources Forum to share learning, knowledge among community Designed curriculum and helped train ICESat-2 to assist in successful execution of EVM Organized and updated the GSFC’s Professional Intern Program (PIP) Repository Extended training on Budget Execution, Planning and Scheduling for Resources Analysts, and
Product Development Lead Training
19
IN THE DRIVER’S SEAT: PROGRAM PLANNING AND CONTROL
BCI LESSONS AND NEXT STEPS
• Form cross-functional teams with subject matter experts
• Identify specific challenges, drivers
• Compile research and benchmark studies
• Identify overall areas for improvement
• Interview mix of targeted programs/projects in various phases
• Perform stakeholder analyses
• Conduct surveys and organize focus groups
• Review external sources for other best practices
• Assess and prioritize best practices
• Create detailed implementation plans
• Plan for and ensure early wins
• Design communication material
• Define performance measures
• Build and design a collaborative web platform (i.e., SharePoint)
• Create handbooks, templates, guidance, requirements, tools
• Formulate project- specific training
• Release progress communications
• Execute changes for each action team
• Build upon successes and make implementations additive
• Foster an environment for new approaches and best practices
Continuing to roll out changes across the five action teams; completed Phase I in June and moving
forward with Phases II and III
Soliciting feedback and adjusting changes as needed
Creating an environment to enable adoption of new approaches yet ensuring these approaches
are anchored in our business and support sharing across programs/projects
Collaborating to identify additional best practices and improvements
Moving forward, FPD is continuing in the identification and deployment of changes to our PP&C methods
and tools, collaborating with others and adjusting as appropriate. Ongoing efforts include:
20
It must be remembered that there is nothing more difficult to plan,
more doubtful of success, nor more dangerous to manage, than
the creation of a new system.
For the initiator has the enmity of all who would profit by the
preservation of the old institutions and merely lukewarm
defenders in those who would gain by the new ones.
Niccolo Machiavelli
Florence, Italy circa 1509
IN THE DRIVER’S SEAT: PROGRAM PLANNING AND CONTROL
CLOSING
HUMAN EXPLORATION & OPERATIONS
MISSION DIRECTORATE
Orion PP&C
PM Challenge 2013
Lucy V. Kranz, Manager
Orion Program Planning & Control
July 10, 2013
PP&C is a Subset of The Program Manager’s Responsibilities
LVK: PM Challenge 2013, July 10, 2013 Approved for Public Release Chart 1 of 8
Program Manager
Concept
Studies
• Initiate, support and conduct program-level concept studies consistent with
direction and guidance from MDAA
Budget and
Resource
Management
• Implement program consistent with budget
• Develop cost estimates for components
• Develop workforce and facility plans
• Manage program resources
• Provide annual program budget submission input
• Support development of the Agency Baseline Commitment (ABC)
Program
Plans
• Develop and approve program plan
• Execute program plan
Performance
Management
• Assess program technical, schedule and cost performance and mitigate risks
• Provide data to support the monthly BPR process and report on performance
• Communicate program performance, issues and risks to Center and
Mission Directorate management and present recovery plans
Life Cycle
Reviews
• Prepare for and provide assessment of program and readiness to enter
Implementation
‘Traditional’ PP&C is a Flat Organization of the Disciplines
Performing the Work each with its own unique tool set
Budget and
Financial
Management
Strategic
Assessment
Schedule
Management
Resource
Management
Cost
Estimating
w/ JCL
Information
Technology
Risk
Management
w/ QA
Configuration
Management
Technology
Protection
EVM
Supplier
Management
Facilities
Management
w/ Security
Procurement Data
Management
LVK: PM Challenge 2013, July 10, 2013 Approved for Public Release Chart 2 of 8
FY2009: What is our status? Where are we headed? Will we meet our commitments? (1) FY2010: • Constellation Program Cancelled • HQ-directed budget cuts • Budget for Orion PP&C work cut 30% FY2011: • Orion Project becomes Orion - MPCV Program • Program funded at ~70% Orion Project value • NASA Administrator commits to affordability (2) • PP&C budget cut an additional 20% • Took on cross-program integration
Traditional PP&C Approach was not Meeting Orion Project Needs
(1) Statement made by the Orion Project Manager following a two-day management review consisting mostly of activity reports and data dumps (2) Statement of the Honorable Charles F. Bolden Jr. Administrator NASA before the Committee on Science, Space and Technology, U S House of Representatives, July 12, 2011
LVK: PM Challenge 2013, July 10, 2013 Approved for Public Release Chart 3 of 8
Orion PP&C Re-engineered its Approach to Enable Performance Management
FY2010: • Studied PP&C to determine how to improve performance and to operate at a reduced level of funding • Shifted from a service-based function providing data reports to a product-based analytical function providing information • Termed the shift “Next Generation” FY2011: • Re-organized Orion PP&C to implement Next Generation PP&C system FY2012: • Re-competed the Orion integration contract to implement Next Generation PP&C approach FY2013: • Awarded a new contract • 15% cost reduction with 1.5% to 3% annual cost avoidance • Process Improvement and Affordability Panel
LVK: PM Challenge 2013, July 10, 2013 Approved for Public Release Chart 4 of 8
The Lessons Learned are Fundamental Principles for Orion Program Performance Management
• The work performed is not the same as the disciplines/tools used to perform the work
• Data reports do not provide actionable information; the recipient must ‘connect the dots’
Chart 6
• PP&C work is a cycle of interacting, interrelated and interdependent functions; i.e., a system
Chart 7
• There are only three independent variables: cost, schedule and technical
• The relationship between the three variables is planned by management and not mathematical
• The environment where management occurs can be represented as a ‘trade space’
BU Chart 1
• A Program Manager manages the three variables in accordance with the Program and
Execution Plans to achieve the required outcome
BU Chart 2
• EVM is a performance measure that is input to Performance Management
BU Chart 3
• Definition and documentation are fundamental to communication and understanding
BU Chart 4
LVK: PM Challenge 2013, July 10, 2013 Approved for Public Release Chart 5 of 8
Discipline/Tools • Budget Processes • Configuration/Data Management • Cost Estimating • Integrated Master Schedule • Earned Value Management • Financial Management • Information Technology • Joint Confidence Level • Procurement • Risk and Quality Management
Variables • Cost • Schedule • Technical
• Document Baseline • Plan Work • Acquire Resources • Manage & Control Data • Manage & Control Change • Manage Performance • Report Performance
Work Integrated Analysis
Insight: Work ≠ Tools
Report ≠ Analysis
Decision-Making
Information
Data R
ep
orts
Measurements
DD
T&E
PP&C Work uses Disciplines and Tools
to Provide Actionable Information
• The work performed is not the same as the disciplines/tools used to perform the work
• Data reports do not provide actionable information; the recipient must ‘connect the dots’
LVK: PM Challenge 2013, July 10, 2013 Approved for Public Release Chart 6 of 8
PP&C Work is a System
Planning
Work Breakdown Structure
Planning Data Products
Planning Products
& Budget
Data Management
IT w/ Security
Data &
Information
Supplier Management
Professional Services
Integrated Analysis
Performance Measures
Management Review
Planning Data Set
Performance Data Set
Performance Management
Budget
Requirements Information
• PP&C work is a cycle of interacting, interrelated and interdependent functions; i.e., a system
LVK: PM Challenge 2013, July 10, 2013 Approved for Public Release Chart 7 of 8
Planning Data Program Baseline Baseline Attributes Strategic Assessments Cost Estimates
Supplier Data Supplier DRDs Data Mining
Performance Management Current Performance Integrated Analysis Independent Assessments Performance Threats
Weekly OPSR
Monthly MOPPR
Quarterly QPPR
Annual PPBE
Data
Information
Data
Orion Management Forums
Near Real-Time Performance Management is Performed Weekly, Monthly, Quarterly and Annually
Knowledge (for KDP)
LVK: PM Challenge 2013, July 10, 2013 Approved for Public Release Chart 8 of 8
30
Program Planning and Control (PP&C) Agency Working Group
Virtual PM Challenge, Session #3
In the Driver’s Seat: Program Planning and Control
QUESTIONS?
Q&A
Upcoming Webcast
Title: Master’s Forum
Date: August 7, 2013
Check PM Challenge website for latest information
Back-Up Charts
LVK: PM Challenge 2013, July 10, 2013 Approved for Public Release
• There are only three independent variables: cost, schedule and technical • The relationship between the three variables is planned by management and not mathematical • The environment where management occurs can be represented as a ‘Trade Space’
Planning Products • Program Baseline • Strategic Assessments • Baseline Attributes − Program Plan − Execution Plan − Master Schedule − CAM Schedules − Product schedules − Analysis schedules − Milestones & Events − Risk − Assumptions
• Contractor Baseline • Cost Estimates • Controlled Documents
Schedule
Technical
Cost
Trade Space Planned by
Management
Program Baseline
PP&C Planning Function Establishes the Trade Space
LVK: PM Challenge 2013, July 10, 2013 Approved for Public Release Chart BU1 of 4
PP&C Performance Management Function Characterizes Performance and Provides Actionable Information
• The Program Manager manages the three variables in accordance with the Program and Execution Plans to achieve the required outcome
Integrated Analysis • Forecasts • Independent Assessments • Near-Term Threats − Budget/Cost − Schedule − Technical Capability
• Long-Term Implications − Program Baseline
Schedule
Technical
Cost
Long
Term
Near
Term
Required Outcome
Performance Measures • Current Performance − Cost Variance − Workforce Variance − Schedule Variance
− EVM
− Assumptions Validity − Risk − Quality Audit Reports
Actionable Information
LVK: PM Challenge 2013, July 10, 2013 Approved for Public Release Chart BU2 of 4
EVM is one of Many Performance Measures for Orion Performance Management
White Paper: Orion MPCV Performance Management
The Orion MPCV Program will report EVM at the Program level. The Agency Baseline Commitment includes the Performance Measurement Baseline for EVM computations for both Prime and Non-Prime content.
Prime Content: Contract Budget
Non-Prime Content: Agreement Budget
Program UFE
Agency Baseline Commitment
Agency UFE
• EVM is a performance measure that is input to Performance Management
Performance Management • Performance Measures − Cost Variance − Workforce Variance − Schedule Variance
− EVM − Assumptions Validity − Risk − Quality Audit Reports
• Integrated Analysis − Near-Term Threats − Long-Term Implications
LVK: PM Challenge 2013, July 10, 2013 Approved for Public Release Chart BU3 of 4
Orion-MPCV Program Has Fully Documented Its Approach to PP&C
• Definition and documentation are fundamental to communication and understanding
Presentations White Papers Briefings
Supplier Management Concept of Operations PPMD Training 2010
Complexity Program Control Processes PA&E Briefing
Existing Operations Approach to PP&C Comparative Analysis
Body of Knowledge The Learning Curve SMC Briefing
Causal Analysis Affordability Orion Project Manager’s Briefing
Systems Thinking * Glossary ESD Briefing
The PP&C Problem * PP&C Requirements CMC Briefing
What & Who Performance Management OCE Briefing
Implementation Plan PM Model (MPCV and ESD) Industry Day Briefing
Future PP&C Operations Thoughts on Modeling MPIC Briefing
Trade Space Thesis Statement (in work) Next Generation Quick Look
* Handouts
LVK: PM Challenge 2013, July 10, 2013 Approved for Public Release Chart BU4 of 4
Top Related